Ohi West Inc

“All compensation is paid by parent, orlando health, inc., which has an independent compensation committee that reports to the orlando health board of directors and utilizes the guidelines consistent with the irs guidelines on independent analysis and documentation of compensation. The process, which is used for the president, all officers, executive directors and directors, and was implemented prior to 10/01/2006, was undertaken for the current year.”

“The executive committee shall consist of the chairperson of the board of directors, the vice chairperson of the board of directors, the president, the secretary, the treasurer, and the immediate past chairperson of the board of directors. The executive committee shall have power to transact all regular business of the board of directors in the management of the corporation during the period between meetings of the board, subject to limitations set forth in the bylaws and any limitations otherwise imposed by the board of directors and with the further understanding that all matters of major importance to the corporation will be referred to the board of directors. The executive committee shall also serve as the compensation committee. At least one orlando health, inc. Director shall serve on the executive committee.”

“JAMAL HAKIM, MD, JOHN MOORE, AND LESLIE FLAKE - Business relationship”

“The sole voting member of ohi west, inc. Is orlando health inc., fein: 59-1726273.”

“Orlando health, inc., the tax-exempt parent organization, appoints all board members.”

“The parent organization orlando health, inc. (ohi) may determine that a director on the ohi west, inc. Board should serve a longer term limit to promote continuity of leadership, address special needs of the corporation or achieve the best interest of the corporation. Ohi has ultimate oversight to manage enterprise risk, promote quality and consistency, and protect patients, staff and guests across the enterprise.”

“The cfo and the finance department reviewed the form 990 and any required changes were made to the form 990. The final form 990 was then provided to all members of the board to review. Any questions about the content were answered and any changes required of the review were made.”

“The parent organization, orlando health, inc., has a dedicated compliance department with an anonymous hotline for reporting. The compliance department performs internal audits and monitors all annual conflict of interest questionnaires for all related organizations. Board members routinely announce conflicts at board meetings and leave the room for the discussion and the vote.”

“These documents are made available to the general public upon request in accordance with federal tax law public inspection requirements.”

“OTHER - Total Revenue: 7781799, Related or Exempt Function Revenue: 6078268, Unrelated Business Revenue: 1703531, Revenue Excluded from Tax Under Sections 512, 513, or 514: ;”

“Orlando health bayfront hospital provides high-quality inpatient, outpatient and emergency healthcare to the residents of pinellas county, florida, through its hospital and various outpatient facilities. We have served our community's healthcare needs since 1910. Orlando health bayfront hospital delivers comprehensive healthcare services in its 480-bed jcaho-accredited acute care hospital and physician offices, as well as its state-accredited level two adult trauma center, the only one in pinellas county. During the fiscal year ended september 30, 2024, orlando health bayfront hospital facilities provided 76,931 days of inpatient care, while supporting 39,206 outpatient visits and 60,592 emergency department visits. In accordance with its mission, orlando health bayfront hospital provided extensive care to patients who meet its charity care guidelines without charge or at amounts less than its established rates. Orlando health bayfront hospital also offers community education, school initiatives and support groups. As a not-for-profit healthcare provider, orlando health bayfront hospital and its culture of caring touch the lives of many throughout pinellas county. Orlando health bayfront hospital's physicians, employees and volunteers know that healthcare extends beyond the walls of the facilities. Our dedicated medical professionals and volunteers contribute to the community outside the organization, educating their neighbors and delivering medical care to others in the region. Orlando health bayfront hospital demonstrates a commitment to promoting health, well-being, and a caring spirit throughout the community by organizing and offering services ranging from wellness events and screenings to flu shots and high school physicals. These activities bring little or no payment to our hospital but are sustained because they are valuable to our region and support our mission. Community programs and services: community outreach support / education groups community wellness community health fairs pastoral outreach & spiritual care value to the community fy 2024: by offering the best quality of care, responding to community needs and concentrating resources in areas that truly make a difference, orlando health bayfront hospital maintains a rich tradition of providing a benefit to the community. Our community benefit effort is a measured approach to meeting identified community health needs, particularly in the vulnerable, uninsured and underserved communities. As a not-for-profit, community-based organization, orlando health bayfront hospital is dedicated to improving the health and well-being of the people we serve. Orlando health bayfront hospital is committed to charity care, which is the provision of medical attention and services to the region's most vulnerable and uninsured, regardless of a patient's ability to pay, a patient's insufficient health insurance coverage or the existence of any government sponsored programs covering the full cost of services. In fy 2024, orlando health bayfront hospital provided $19,487,272 in charity care, $16,282,613 in community benefit programs and $45,003,553 in medicaid shortfalls and other means-tested government programs. Through our education, research and patient care programs, and the orlando health bayfront hospital community grant program, orlando health bayfront hospital focused on meeting the needs of the pinellas county community. The specific needs targeted by these programs were identified through the 2022 community health needs assessment in addition to experience of community hospital leadership, neighborhood outreach and hospital data. As a result, orlando health bayfront hospital supports a variety of programs for at-risk populations, federally designated medically underserved areas and special needs groups, as well as for the broader community. Community outreach activities incorporated support/education groups; wellness classes; clinical screenings through telehealth and asses”

“Maternal and infant health: through the grant program, orlando health bayfront hospital identified an opportunity to support maternal and infant health by partnering with the healthy start coalition of pinellas county's coordinated intake and referral program. This program connects pregnant people, inter-conception people (between pregnancies) and families of children younger than three to services that offset risk factors for substandard pregnancy and developmental outcomes. The statewide universal healthy start risk screen identifies high-risk factors linked to poor birth outcomes. All pregnant people in pinellas county receive the screen at all ob-gyn practices and clinics. Any pregnant person who scores a 6 or higher on the healthy start risk screen is considered at risk for poor birth outcomes. By connecting with expectant families before 28 weeks gestation, healthy start coalition of pinellas county is able to positively influence birth outcomes. Data shows that pregnant people who receive at least six visits by healthy start are more likely to have a baby born full-term and at a healthy birth weight, preventing the leading causes of infant death. During fy 2024, nearly 11,000 individuals received intake interviews to determine which services could best benefit their family. During the interviews, all participants were provided education on safe sleep, prenatal care and wic benefits. Seven hundred and eighty families enrolled in the beds 4 babies program to receive safe sleep equipment. More than 1,200 families enrolled in the healthy start home visiting program, through which 11,956 home visits were conducted. Orlando health bayfront hospital will continue to support this program in 2025 to positively impact maternal and infant healthcare. Individualized wellness plans: in fy 2024, orlando health bayfront hospital continued to partner with homeless empowerment program through the community grant program to support healthcare navigation and evidence-based wellness trainings for persons experiencing homelessness and poverty in pinellas county. A healthcare navigator assists homeless empowerment program residents in developing an individualized wellness treatment plan, assessing their health risks and then links residents with programs, resources or activities offered both in-house and externally, including primary care, dental, vision, and psychiatric services. In fy 2024, 909 residents received healthcare navigation services. Following their assessment, 437 created individualized wellness treatment plans, all were seen by the medical specialist and all remained compliant with the plan. More than 1,890 dental care visits were provided to residents, 119 residents received care from the psychiatric arnp and 88 residents received counseling services from the onsite mental health counselor. From the 909 residents who received navigation services, 578 made and attended appointments with a primary care physician to receive preventive care and establish a medical home. Reducing food insecurity: to reverse food insecurity in pinellas county, orlando health bayfront hospital and its community grant program continued partnering with feeding tampa bay in support of its food rx program. This program aims to reduce food insecurity, increase healthy days and improve health outcomes by distributing healthy foods that match the dietary and medical needs of struggling clinic patients at select evara health locations. Following an assessment at the clinic, patients receive vouchers to spend on foods recommended to help avoid or improve specific health issues. Patients can redeem the vouchers at the on-site food pantry and renew their vouchers through regular health checkups with their doctors. The food rx program provides 26 to 52 weeks of healthy pantry staples to patients. In fy 2024, orlando health bayfront hospital supported the food rx program at two evara health locations: johnnie ruth clarke and lealman. At these locations, a total”

“Quality in keeping with its mission to improve the health and quality of life of the individuals and communities it serves, orlando health is committed to consistently delivering the highest quality care for adult and pediatric patients at all levels of medical complexity. In this way, the organization demonstrates not only its core values but how it elevates the lives of its patients. Examples of orlando health's continuous improvement efforts include: dedicated leadership resources focused on quality outcomes each orlando health hospital quality team is led by an onsite chief quality officer (cqo) or chief medical officer (cmo). These experienced physicians and advanced practitioners oversee reviews of every mortality, complication, and serious safety event at their respective campus. These clinical executives are also responsible for actively identifying care gaps and implementing solutions to ensure outcomes are optimized. As an example, aggressive and well-coordinated corrective actions implemented at every site in response to healthcare associated infections (hai) has resulted in world-class performance in reducing this avoidable complication of care. Additionally, system-level resources help ensure a standardized and systematic assessment of quality performance across all orlando health care teams. The development of shared and focused improvement plans in partnership with the onsite quality leaders delivers better care for our patients and their families. Closing gaps of care investments in strategies that close the gaps of care for our patients have resulted in programs such as house calls, remote patient monitoring services, assistance with transportation needs, ever-expanding telehealth services and condition-specific initiatives for patients at a higher risk for poor health outcomes. These newer programs are the latest examples of how orlando health reaches beyond the "basics" of quality clinical care to find creative solutions that address healthcare gaps within our communities. Commitment to reducing avoidable mortality mortality rate is a critical measure of quality of care in acute care settings. Orlando health hospitals continue to show exceptional performance in all-cause inpatient mortality and continually improving performance in disease-specific, 30- day mortality measures when compared to peer organizations. Systemwide efforts to reduce mortality are coordinated by a corporate quality team that works closely with each site's quality leadership. All mortalities are reviewed for opportunities for improvement, resulting in significant clinical and operational enhancements. One example is the implementation of improved early warning systems that alert clinicians about deterioration of a patient's conditions before additional consequences ensue. This effort enables earlier intervention and has directly impacted mortality measures at all sites. Focus on reducing healthcare associated infections (hai) a multi-year, systemwide campaign to reduce hais has significantly reduced these harm events across orlando health hospitals. To date, orlando health hospitals are among the top performers in the country in avoiding hais, reducing morbidity for patients and unnecessary costs of care. To reach this goal, the organization developed best-practice prevention bundles for each infection type, closely monitored process and outcome measures, increased awareness of hai occurrences across all levels of leadership, and communicated opportunities for improvement in a systematic way. This enabled all sites to proactively implement solutions to common problems occurring beyond their direct scope of responsibility. Engagement of the medical staff across the organization to support quality improvement as the visible clinical leaders in any healthcare setting, physicians on the frontline and in leadership positions are critical to delivering the best care possible. Orlando health has actively engaged its medical staff in numerous e”

“Equity contribution from parent, orlando health, inc. (ein: 59- 1726273) - 1750000; contributions - temp restricted (includes reclassification) - 373341; net assets released from restriction - temp - -197484; contribution revenue - book/tax - -175857;”